Quality Management Record and Process Improvement...
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Quality Management Record and Process Improvement Catalog of Dr. Steven B. DavidSon Collaboration, Continuous Improvement, Customer Service A Presidential Commendation, Federal Executive Board Award Recipient, and Commissioner’s Citation “Mr. Davidson...your exceptional career achievements reflect the highest tradition of public service.” President Ronald W. Reagan Educational Development and Training: Dr. Steven DavidSon has an impressive catalog of process improvement projects he guided as a team or supervisory leader during the last four decades. His process improvement development began with an extensive one-year, two-thousand hour management engineering program sponsored by the Department of the Army located in Rock Island, Illinois. The program (Army Management Engineering Activity) was attended in Alameda, Ca. at an industrial air craft repair and manufacturing facility with more than 7000 employees. Comparatively, today’s Black Belt programs are comprised of two-weeks classroom, a project or two and an examination. The education and training included both classroom and in-shop (floor) learning experiences. DavidSon learned the methods-and-standards instrumentation including statistical tools and time-management systems and process layout—where processing efficiency was the goal. During the late 1970s Davidson participated in several Value-Engineering projects. Transitioning into the early 1980s, he was introduced-to and participated- in his first Quality Circles. By the mid-1980s the facility was one of several Naval Air Systems Command facilities that hired Dr. W. Edwards Deming and launched the inaugural Total Quality Management program. DavidSon is a charter Total Quality Management professional. Davidson was introduced to additional process philosophies such as JIT, TOC, and Activity Cost Modeling. His graduate education at the University of San Francisco included an emphasis on statistics, project management, and organizational administration in the public sector. Process Improvement Laboratory: Davidson’s foundational process improvement experiences were shaped in a facility comprised of five production lines (Engines, Aircraft, Missiles, Electronic Components, and Manufacturing). Several Departments operated to achieve the facility’s defense-mission (e.g. Production, Engineering, Management Controls- Comptroller, Personnel, etc.). The operational revenue and cost-basis exceeded a quarter-billion dollars in
Transcript of Quality Management Record and Process Improvement...
Quality Management Record and Process Improvement Catalog of
Dr. Steven B. DavidSon Collaboration, Continuous Improvement, Customer Service
A Presidential Commendation, Federal Executive Board Award Recipient, and Commissioner’s Citation
“Mr. Davidson...your exceptional career achievements reflect the highest tradition of public service.”
President Ronald W. Reagan
Educational Development and Training: Dr. Steven DavidSon has an impressive catalog of process
improvement projects he guided as a team or supervisory leader during the last four decades. His process
improvement development began with an extensive one-year, two-thousand hour management
engineering program sponsored by the
Department of the Army located in Rock Island,
Illinois. The program (Army Management
Engineering Activity) was attended in Alameda,
Ca. at an industrial air craft repair and
manufacturing facility with more than 7000
employees. Comparatively, today’s Black Belt
programs are comprised of two-weeks
classroom, a project or two and an examination.
The education and training included both
classroom and in-shop (floor) learning
experiences. DavidSon learned the
methods-and-standards instrumentation including statistical tools and time-management systems and
process layout—where processing efficiency was the goal. During the late 1970s Davidson participated in
several Value-Engineering projects. Transitioning into the early 1980s, he was introduced-to and participated-
in his first Quality Circles. By the mid-1980s the facility was one of several Naval Air Systems Command
facilities that hired Dr. W. Edwards Deming and launched the inaugural Total Quality Management program.
DavidSon is a charter Total Quality Management professional. Davidson was introduced to additional process
philosophies such as JIT, TOC, and Activity Cost Modeling. His graduate education at the University of San
Francisco included an emphasis on statistics, project management, and organizational administration in
the public sector.
Process Improvement Laboratory: Davidson’s foundational process improvement experiences were shaped in a facility comprised of five production lines (Engines, Aircraft, Missiles,
Electronic Components, and Manufacturing). Several Departments operated to achieve the facility’s defense-mission (e.g. Production, Engineering, Management Controls-Comptroller, Personnel, etc.). The operational revenue and cost-basis exceeded a quarter-billion dollars in
Quality Management Record and Process Improvement Catalog of
Dr. Steven B. DavidSon Collaboration, Continuous Improvement, Customer Service
1980 dollars—over a billion today. Davidson operated in high-profile positions with department directors and Command staff. He either directed or participated as a key process improvement member. Operational objectives included reducing turn-around or cycle time, cost control, reduced work-in-process, zero defects and other key indicators. During the 1990s Davidson took a four year respite from government service. During this period he developed a financial accounting software bundle including payroll, accounts receivable, accounts payable, and general ledger modules. He launched a non-profit faith-based organization. He also added an earned doctoral degree in a social science field. This would give him additional insight on how to encourage and work with people so key to successful process improvement efforts—i.e., the social-engineering and massaging aspect of process improvement efforts. Returning to government in 1998, he began his immigration experience with the same pattern of improvement projects and success.
Distinguishable Process Improvement Experience: What has further distinguished DavidSon’s process improvement experience from the typical improvement specialist is his management-engineering. Today’s Lean Six Sigma specialists use DMAIC (Define, Measure, Analyze,
Implement, Control). Davidson is a process-improvement engineer also using DMEDI (Define, Measure, Explore, Develop, Implement). Finally, he is a witness that nothing in process improvement has changed substantially since the 1970s to the process improvement core. The more recent process improvement methodology include nuance such as changes in terminology, additions to the quality tool box, and articulated financial objectives. As a result of his broad-based experience and
success, he plans to author a book on quality-in-government in the near future.
RELATIVE CERTIFICATION AND QUALITY MANAGEMENT EQUIVALENCIES
Methods and Time Management Certification 1979 Army Management Engineering Certification 1979 Naval Industrial Financial Management Certification 1981 Total Quality Management Supervisory Certification 1986 Capital Equipment Investment Certification 1987
Quality Management Record and Process Improvement Catalog of Dr. Steven B. DavidSon
Collaboration, Continuous Improvement, Customer Service
ISO 9001:2000 Internal Auditor Certification 2005,2013,2015 Master Black Belt Certification 2013,2015
Summary Catalog of Advanced Process Improvement Projects (Master Black-Belt Equivalent and Higher):
Department of Navy
SCOPE and RESULTS Year
Engine Plant Facility Layout Redesign
Engine Plant Production (Housing Pratt and Whitney, General Electric, and Northrup Grumman engine assets for Naval Air Craft): Assessed the layout and redesigned the layout to reduce waste and improve efficiency and customer delivery to the fleet. Completed and improved delivery by 10%
1981
Case Management Tracking System Project
Facility-wide: Developed automated tracking system of Civil Rights cases filed. Cases were tracked manually. Completed the project and improved speed, accuracy, and reporting to the Command Office and Federal District Court exponentially.
1983
EEO Administration Improvement Project
Facility-wide: Review and assessed administration of the program. Completed assessment and recommendations. Implementation and Control would take place in following year.
1983
EEO Administration Improvement Project
Facility-wide: Conducted the Implementation and Control of program recommendations. Reduced cases by 50%
1994-
1995
Materials Management Improvement Project
Facility-wide (all product lines): Improve Material Delivery to Production lines to facilitate product support. Reduced delivery time by 20%.
1985
Naval Industrial Financial Management Systems Project
Naval-Air System-wide: Implemented uniform financial management system for all facilities. Stream-lined cost codes, standardized cost accounts, and redefined account nomenclature. Completed project and arrived at consensus across Naval Air Systems. Implemented new accounting structure achieving better competitive balance among facilities.
1986
Management Controls, Vulnerability Assessment Project
Government-wide: Guided every facility department program manager through operational procedures to identify process inefficiencies involving cost, time, and unnecessary steps. Improvements were from cosmetic
1986
Quality Management Record and Process Improvement Catalog of
Dr. Steven B. DavidSon Collaboration, Continuous Improvement, Customer Service
to as much as 15% based a department’s activities. Cost Center Managers Fund Control Project
Facility-wide: Directed a project including a number of activities that would improve funds management and cost control. Based on manager surveys improved manager’s cost knowledge base by as much as 75%.
1987
Capital Investment Cost Control Project
Facility-wide: Instituted the first Capital Investment program that would establish the viability of investments from a cost perspective. Since no program existed, the improvement on determining viability using ROI and other parameters improved the Capital Investment program dramatically.
1987
Activity Based Costing Project
Facility-wide: As opposed to hour based costing, the project involved exploring other cost basis such as square-footage, energy use, or dollars to determine more efficient cost models. Completed the project based on square footage. The model was proven more effective and efficient than the hour-based approach. Estimated cost effectiveness and cost accuracy would improve by about 10%. However, Congressional authorities mandating the Industrial Fund costing parameters too extensive to overcome.
1988
Production Controllers and Examiners Cost Improvement Model
Aircraft program ( P-3 Orion, A-6 Intruder, S-3 Viking Aircraft lines. Boeing and Northrup Manufacturers): Streamlined production and examiner support reducing overhead costs without delaying delivery to the customer. Leveled production control and examiner resources to get in-line with competing facilities reducing production overhead by approximately 15%
1989
Departments of Justice and Homeland Security
Facility Transition Project Finance Operation: Project leader for move from 7701 to Prudential. Developed project plan and schedule before departing to new position.
1998
Quality Business Plan Project (KQI)
Region-wide: Developed first Quality Management Assessment System and program designed to improve operational quality within districts and sub-offices. Offices comparatively competed, and improved their
1999-
2002
Quality Management Record and Process Improvement Catalog of Dr. Steven B. DavidSon Collaboration, Continuous Improvement, Customer Service
operations.
Customer Service Improvement Project
Region-wide: Worked with SES managers from Chicago, El-Paso, and Houston along with Public and Community Relations officers to develop INS’s first Complete Customer Service Improvement program. Implemented Customer Service training and reporting. The results were transformative. When you hear the words Customer Service today , CROs program was the catalyst in making the Service more customer sensitive – including a presentation to the Commissioner and all key staff including law enforcement.
1999-
2000
INS Financial Manager’s Budget Control Project
Region-wide: Developed the first INS Financial Managers Bufget manual and designed numerous activities involving the project. Implementation was discontinued with the division of INS into different DHS departments.
2001
ISO 9001:2000 USCIS Standardization Development Project
Region-wide: Developed a ASQ-RAB recognized, USCIS specific Quality Management System covering the core immigration centers/departments. This project was completed reviewed by ASQs, Registration Accreditation Board and recognized as an ISO 9001:XXXX equivalent system.
2005
ISO 9001:2000 Assessment Project
Region-wide: Conducted training, and directed the first ISO level gap analysis identify QMS strengths and weaknesses on all districts and most sub-offices.
2005-
2006
Statistical Process Control project
Region-wide: Developed and implemented Statistical Process control program for all officers. Discontinued due to change in sponsorship.
2007
Quality Management Record and Process Improvement Catalog of Dr. Steven B. DavidSon Collaboration, Continuous Improvement, Customer Service
Performance Excellence Analysis (Floor level Analysis) Project
Region-wide: Developed floor level analysis program to reduce delay or continuations, improve decisional quality, and improve product costs. Results: Region- wide reduction in continuations, improvements in throughput, and decisional quality since baseline period.DavidSon used DMEDI as the approach to develop floor level analysis.
2010 - Present
Virtual Application Improvement
Virtual Application Process Improvement
The initiative has made Lean more lean. The replication of projects within the same offices becomes less efficient with each subsequent review on a cost and hour basis. VAPI uses recommended best practices from a best practices vault.
2015-present
CRO9001-2015 Three Districts accepted to challenge to use a world-recognized Quality Management System. The standard is adapted to USCIS operations.
2015- 2016
Dr. Davidson shown (below) receiving an Immigration Service Award in 2012 for his Floor Level Analysis project. Another “Steve DavidSon” project as the term became widely used included Central Region district directors, field office directors, supervisors and analysts shown participating in ISO 9001 Quality Management System training. The improvement activity was the precursor to the first ISO, Quality Management System Gap Analysis in United States Citizenship and Immigration Services Field Operations. Transitioning his career (2017-2018), he continues to provide guidance to directors, program managers, and team members daily.
